Daniel Coyle

I mean, the problem was us.

We didn't really understand what we were doing.

We didn't really understand the ecosystem.

It's very risky to change your coaching techniques.

It's very risky to risk your relationships with players to say, hey, I think I need you to make this change.

The players, you know, very high stakes.

So...

We had somebody along, his name was Jay Hennessey.

He had also worked in the Navy SEALs.

And he said, you know, we did this thing one time where we just asked our instructors who the best instructor they ever had was and what did that instructor do.

And we thought, oh, let's try that.

Instead of pushing, here's the expertise.

We're going to give you best practices.

Here's what you should do.

This effectively allowed us to flip it and create these small group discussions, two or three or four coaches.

And the question is, who's the best coach you ever knew?

What did they do?

And all of a sudden it goes from there, the unwilling getting information pushed on them, all of a sudden it's flipped and now they're sharing like these incredible stories about their development or about a way that they taught Corey Kluber how to throw a curveball or all this stuff comes fountaining out and then we're able to create

what we called a model of excellence, and it captured what great coaching was, and it continues to be a framework to help guide coaching.

But it wasn't a strategy thing, it was an energy thing.